One of our leadership team members consistently misses their weekly scorecard target but blames external market conditions and systemic changes beyond their control. How do we use the scorecard to separate genuine market headwinds from poor individual performance in our Level 10 Meetings?

Question

Tyler Smith · Accepted Answer

When a leader consistently misses their weekly scorecard targets and blames external factors, they are failing to take ownership of their seat on the Accountability Chart. A scorecard is designed to measure what we can control, not to document excuses.

To address this, first look at the metric itself. If the target is truly impossible due to market shifts, use your weekly Level 10 Meeting™ to IDS® the issue. You may need to adjust the target or pivot your strategy. However, this must be a deliberate leadership team decision, not a weekly excuse.

If the target is realistic, shift the focus from the lagging result to the leading activities. Ask the leader to show their activity metrics. If their revenue target is red, are their outbound calls, client meetings, and pipeline activities green? If their activities are green but the results are red, you have a strategic problem to solve. If their activities are also red, you have an execution or a GWC™ problem.

Never let a leader use external factors to bypass accountability. The purpose of the scorecard is to flag issues early so you can take corrective action. A leader who GWC™'s their seat will proactively bring solutions to the table rather than blaming the market.